national dignity. Will today's Russia restore its national dignity? The specifics of interethnic relations of people

Elements of a strategic choice are presented on fig. 3.2.

Rice. 3.2. Elements of strategic choice

Strategic vision - this is the route of the company's movement into the future: an ideal idea of ​​the business: the meaning of activities and prospects. The choice of the direction of development begins with the realization:

Where should the company go?

How will the industry change?

How will this change impact the company?

To choose the direction of development of the company, it is necessary to evaluate a number of important parameters, including:

1) changes in the market segment in which the company operates and their impact on the development of the company;

2) change (and emergence of new) needs of buyers;

3) change (and emergence of new) consumer segments;

4) new geographic or product markets;

5) the image of the company and the future of the company.

Vision refers to the future and loses its "power" when the desired state of the organization is reached. The vision is primarily aimed at the internal subjects of the management process: managers and employees, therefore, the formulation of a vision is a necessary condition for uniting the organization and creating a corporate spirit, motivation, and solving long-term tasks.

If the strategic vision determines the future image of the company, then mission describes the activity at the present time: what products the company produces, what are the technological capabilities, who are its customers, and most importantly, what distinguishes the organization from competitors. The mission statement should be easy to understand, contain guidelines that can serve as a basis for developing a strategy. It is often believed that the mission of a company is to make a profit. Profit is, on the one hand, the goal, and on the other hand, the result of activity, therefore, the fact that the company is striving for profit does not say anything about the area and how this profit will be created: these moments should be reflected in the mission.

The mission should be developed taking into account the history of the company, the business philosophy, the style of behavior and actions of owners and managers, the state of the external environment of the organization, resources and distinctive features.

The mission statement contains a description of 3 elements:

Buyer's needs (to be satisfied);

Buyer groups (who will be the object of service);

Actions, technologies, knowledge (how the company will create customer value).

Consider the features of formulating the mission of the company.

1. The mission can be formulated both in the form of a single phrase, and in the form of a multi-page statement of leadership, which reflects all aspects of harmonizing the interests of various groups.

2. The mission can be formulated in a broad and narrow sense. In the first case, the mission is defined in general terms without reference to the product range, consumer group, etc. The mission, formulated in a narrow version, focuses on the production of a limited range of products, specific market segments, consumer groups.

3. It is important that the majority of the company's employees understand and accept the mission.

4. A successful mission statement should be individual and suitable only for the company for which it was developed.

5. The main criterion for an effective mission statement is the focus of the mission not on the product, but on a specific customer need.

One of the most accurate formulations of the mission is given by X. Wissema: “Mission of the company = Image + Credo”, according to which the image is aimed at shaping the image of the organization in the view of others, and the credo forms the internal integrity, expresses the worldview (strategic guidelines), basic beliefs, views ( tactical directions), and is designed to increase the interest of employees in achieving goals. Thus, the mission is a complex goal, which forms the basis for guidelines, explains the main principles and ways to achieve it.

The mission of the business is translated into specific results and outcomes that the organization aspires to. One of the essential planning decisions is choice organization goals.

The goal is the end results that should be achieved in the future, what actions and resources are aimed at. Differences between mission and goals are presented in Table. 3.1.

Table 3.1

Distinctive characteristics of the mission and goals of the company

Goals must have a number of characteristics.

1. Goals must be specific in order to be able to determine in which direction to move.

2. Goals should be measurable and formulated in such a way that they can be quantified or achievable in an objective way.

3. Goals should be achievable in terms of company resources and capabilities.

4. Goals should be set to specific forecasting horizon, long or short time periods.

5. Goals should be mutually supportive andcompatible.

From point of view strategic analysis identify financial and strategic goals. Financial Goals determine the activities of the company, planned and expressed in financial parameters. Strategic Goals associated with competitive struggle, increasing competitiveness. (for example, outperforming competitors in quality, improving reputation, innovation, marketing, etc.) Achieving a strategic goal requires the efforts of all departments of the company. It is believed that the formulated strategic goals should be ambitious.

Strategic objective is a problem associated with an upcoming event outside or within the organization that may affect the ability to achieve the goals. Strategic tasks are divided into the following types:

Tasks related to opening opportunities or strengths of the organization that are important to use;

Tasks related to external threats or weaknesses in the organization.

Tasks have a specific dimension and time reference.

Program is a set of measures aimed at implementing the chosen strategy or strategic task, balanced in terms of time, performers and resources. Each program includes different activities, during which a common task is solved.

At the base of the pyramid are resources and abilities necessary to achieve the goals of the organization, the implementation of the strategy and for the implementation of individual programs and projects.

In the process strategic management it is necessary, firstly, to determine the financial, material, human, informational and other resources necessary to achieve the set goals, and secondly, to distribute them among strategic zones, tasks and programs.

Resources and abilities are the basis for the formation competitive advantage. However, the benefits are not permanent, as they are subject to imitation. To a greater extent, this applies to material resources (similar to them can be acquired by competitors) and marketing (in terms of their content, they are obvious to competitors). Capability imitation is a more complex process, as capabilities are the product of the relationships of personnel, resources, structure, and so on.

Organization goals

Introduction

Society consists of a huge number of different organizations. Most people have been associated throughout their adult lives with some or other organizations of which they are members or with which they come into contact.

But what is an organization, and what are the common features of any organization? Abstracting from separate, private aspects, we can say that the main components of any organization are its people, the tasks for which it was created and exists, and management, which forms and sets in motion the potential of the organization.

Thus, an organization can be defined as a systematic, conscious association of people pursuing the achievement of certain goals.

The presence of at least two people who consider themselves part of this group;

The presence of at least one goal, which is accepted as common by all members of the group;

Having group members who work together to achieve a goal(s).

If there are well-established boundaries of the organization and its place in society is determined, it takes the form of a social cell and acts as a social institution (private and state enterprises, institutions, public formations etc.).

Any organization, regardless of its size and type of activity, needs several broadly formulated goals, as well as more specific goals related to the overall goals of the organization. Without this, rational and effective work of the organization, planning, monitoring and evaluation of what has been achieved is impossible.

1. Mission - the main goal of the organization.

The main overall goal of the organization - a clearly expressed reason for its existence - is referred to as its mission. Goals are developed to carry out this mission.

The value of an appropriate mission that is formally expressed and effectively presented to the employees of the organization cannot be overstated. The goals developed on its basis serve as criteria for the entire subsequent process of making managerial decisions. If leaders do not know what the main purpose of their organization is, then they will not have a logical starting point for choosing the best alternative.

Without defining the mission as a guideline, leaders would have only their individual values ​​as the basis for making decisions. The result might be a huge spread of effort rather than a unity of purpose essential to the success of the organization.

Not surprisingly, successful organizations have a formal, articulated statement of purpose.

The mission details the status of the firm and provides direction and benchmarks for setting goals and strategies at various organizational levels. The organization's mission statement should include the following:

1. The mission of the firm in terms of its main services or products, its main markets, and its main technologies.

In other words, what kind of business activities does the firm engage in?

2. External environment in relation to the firm, which determines the working principles of the firm.

3. Culture of the organization. What type of working climate exists within the firm? What type of people are attracted to this climate?

Some leaders never care about choosing and defining the mission of their organization. Often this mission seems obvious to them. If you ask the typical small business owner what his mission is, the answer is likely to be: "Of course, to make a profit." But if we think carefully about this issue, then the inconsistency of choosing profit as a common mission becomes apparent, although, undoubtedly, it is an essential goal.

Profit is a completely internal problem of the enterprise. Because an organization is an open system, it can only ultimately survive if it satisfies some need outside of itself. To earn the profit it needs to survive, a firm must pay attention to the environment in which it operates. Therefore, it is in environment management seeks the overall purpose of the organization. To select an appropriate mission, management must answer two questions: "Who are our customers?" and “What needs of our customers can we meet?” The client in this context will be anyone who uses the results of the organization's activities.

The need for mission choice was recognized by prominent leaders long before the development of systems theory. Henry Ford, an executive with a deep understanding of profit, defined Ford's mission as providing people with cheap transportation. He correctly pointed out that if one does this, profits are unlikely to pass by.

The choice of such a narrow mission of the organization as profit limits the ability of management to explore acceptable alternatives when making a decision. As a result, key factors may not be considered and subsequent decisions may lead to a low level of organizational performance.

2. Characteristics of goals

Corporate goals are formulated and established based on the overall mission of the organization. To truly contribute to the success of an organization, goals must have a number of characteristics.

First, goals must be specific and measurable. For example, in a company, the primary goal is to satisfy the needs of its employees. Estimated requirements to achieve this goal:

1) increase the satisfaction of their employees by 10% per year;

2) increase promotion by 15% per year;

3) reduce employee turnover by 10% per year.

Such a specific statement tells people exactly what management believes are required levels of employee satisfaction.

By expressing its goals in specific, measurable terms, management creates a clear baseline for future decisions and progress. Middle managers will have a guideline for deciding whether more effort should be put into training and educating employees. It will also be easier to determine how well the organization is working towards achieving its goals. This becomes important when performing control functions.

The specific forecast horizon is another characteristic of effective goals. It should specify not only what the organization wants to accomplish, but also, in general, when the result is to be achieved. Goals are usually set for long or short time periods. The long-term goal has a planning horizon of approximately five years, sometimes longer for technologically advanced firms. The short-term goal in most cases represents one of the plans of the organization, which should be completed within a year. Medium-term goals have a planning horizon of one to five years.

Long-term goals are usually very broad. The organization formulates them first. Medium and short term goals are then developed to ensure long term goals. Usually, the closer the planning horizon of a goal, the narrower its scope.

For example, a long-term productivity goal might be "increase overall productivity by 25% in five years." Accordingly, management will set medium-term productivity improvement targets of 10% over two years. It will also set short-term targets in specific areas such as inventory costs, employee development, plant upgrades, more effective use existing production capacity, management improvement, negotiations with the union and so on. This group of goals should support the long-term goals with which it is directly related, as well as other goals of the organization. The provision that one should “enter into a contract with the union for a year that provides for an appropriate bonus if the productivity of any worker increases by 10% per year” would be a short-term goal that provides both a long-term goal of improving productivity and goals for human resources.

The goal must be achievable - to serve to increase the effectiveness of the organization. Setting a goal that exceeds the capacity of the organization, either due to insufficient resources or due to external factors, can lead to disastrous consequences.

In addition, goals are important motives for the behavior of people in organizations, because usually people want to achieve the goals that are set for the organization. If the goals are not achievable, the desire of employees to succeed will be blocked and their motivation will weaken. Because in Everyday life It is common to associate rewards and promotions with the achievement of goals, unattainable goals can make the means used in an organization to motivate employees less effective.

Finally, to be effective, the organization's multiple goals must be mutually supportive—i.e. actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals. For example, the goal of maintaining inventory at the level of 1% of sales would not be able for most firms to ensure that all orders are completed within two weeks. The inability to make the goals mutually supportive leads to conflict between the departments of the organization that are responsible for achieving the established goals.

It is difficult to pinpoint areas where management should set goals. Objectives should be set for each activity that the company believes is important and the performance of which it wants to monitor and measure.

Objectives will only be a meaningful part of the strategic management process if top management articulates them correctly, then institutionalizes them effectively, communicates them, and drives their implementation throughout the organization. The strategic management process will be successful to the extent that senior management is involved in the formulation of goals and to what extent these goals reflect the values ​​of management and the realities of the firm.

3. The need to set goals at all levels of management

In order to develop strategic thinking in enterprises that are guided by the principles of strategic management, targets must be set not only for the organization as a whole, but also for each division, each product group, functional or support department.

Only when each manager - from the CEO to the lowest level manager - is responsible for achieving specific results in their accountable structural units, does the goal setting process become complete, aimed at ensuring that the entire organization as a whole goes along the intended path and that each of its employees knows what he needs to do.

Goal setting is a top down process rather than a bottom up process. To see why the strategic goals of one level of management tend to move to a lower level of management, consider the following example. Assume that the top management of a diversified corporation sets a profit target for the corporation as a whole at $5 million for the next year. Suppose also that after a meeting of corporate management, together with five executive directors of each of the enterprises with which the firm operates, it was decided to set a difficult but achievable goal - to achieve a profit of $ 1 million by the end of the year (i.e., if each of the enterprises will make a profit of $ 1 million, then the corporation as a whole will reach the goal of $ 5 million). concrete result was thus coordinated at two levels of the managerial hierarchy. Further suppose that the CEO of Enterprise X, after a meeting with his managers, decided that a $1 million profit would require selling 100,000 units at an average cost of $50 per unit and producing them at an average cost of $40 per unit (10 dollars profit per unit x 100,000 units = 1 million dollars). As a result, the CEO and production manager approve the production target of 100,000 units at a cost of $40. CEO and the marketing manager determine the goal of the marketing department - bringing sales to 100,000 units. with a planned selling price of $50 per unit. In turn, the marketing manager can break down the sales target of 100,000 units into sales targets for the sales departments for each region, each product, each sales employee.

This top-down approach to setting targets is a logical way of breaking down the goals set for the entire organization into sub-tasks for which lower levels of management and their leaders are responsible. This approach also provides a significant degree of unification and cohesion of the organization in setting goals and developing strategy. In general, goals and strategy for the entire organization must first be established. Then goals and a strategy for lower levels are extracted from the overall strategy. The formulation of goals and strategy from the top down allows you to orient the grass-roots units on the strategic plans and objectives that follow from the indicators outlined for the entire enterprise. If goal setting and strategy development start at the bottom of the organization, and the goals and strategy of the entire organization are a synthesis of all that was formed in the grassroots, the final strategic plan of action will not be consistent, generalized or coordinated. Bottom-up goal setting without top management almost always speaks of a lack of strategic direction from senior management.

4. Analysis of the goals of organizational systems

Organizational systems are systems that ensure the functioning of a team of people to achieve certain goals. In the very definition of the organizational system lies the purposeful nature of its functioning.

The development of the goal analysis methodology is aimed at investigating a number of interrelated problems. So, the regularities of goal formation in organizational systems, its properties, characteristics, etc. are being studied. Methods and procedures are being developed (as a rule, with elements of heuristics) for describing and analyzing goals. A number of methods are aimed at identifying and processing subjective expert information about the goals of organizational systems.

AT last years methods for the formation and analysis of goals were expanded by attracting the capabilities and means of machine simulation. In the process of analyzing the goals of organizational systems, a number of principles and conditions for their classification were proposed. So, you can divide them into general and particular, internal and external, quantitative and qualitative, etc.

Goals differ in levels of hierarchy. The goals of the lower level act as a means to achieve the goals of the next, higher level. Consequently, when forming a set of goals of the organizational system, their decomposition can be carried out.

In organizational systems, there is competition and complementarity of goals.

The temporal aspect of the goals is important, while using their “trajectory” and “point” formulation. When describing strategic long-term goals of the highest level, a “trajectory” formulation is used, since these goals set only a range of possible trajectories, progress along which is understood as the realization of this goal. It is set in a qualitative form that determines the general direction of development. Their concretization in terms of time and quantitative characteristics can be carried out with the help of "point" formulations based on the use of target standards.

The formation of the goals of organizational systems should be based on the use of all the accumulated objective and subjective information. Objective information about the organization exists in the form of directive documents that define its goals and criteria (in a meaningful or even quantitative form, in the form of target standards, plans, control parameters, norms, etc.) and specify the methods that ensure the implementation of these goals .

Subjective information is determined by the individual and collective knowledge, experience and intuition of the organization's management, acquired as a result of observation and participation in the process of the system functioning. It appears in the form various systems preferences of individuals, services and organizations. These preferences are often not fully systematized, scattered. It is often not possible to establish them a priori. In addition, preferences inevitably change over time and in the process of obtaining information and show a certain stability only on average.

The formation of the goals of the organization is a kind of iterative adaptive mechanism. As a result of repeating the process of their formation, monitoring the results of the functioning of the system, a number of uncertainties are removed, a clearer, more consistent understanding is established.

The need for adaptive adjustment of the process of forming the goals and criteria of the management system is also due to the fact that in the process of the functioning of the organization, external conditions can change, which significantly affect their formation.

The modern methodology for identifying, describing and analyzing goals is based on the use of decomposition (dismemberment) methods, including elements of heuristics, using deductive and inductive methods of human thinking and implemented with the participation of experts.

The use of the "target tree" method is carried out in conjunction with expert procedures. The place of a number of expert probabilities and estimates can be taken by a variety of mathematical models and estimates obtained on the basis of formalized methods of analysis. Methods for analyzing and modeling goals are based on decomposition, synthesis and evaluation procedures. First, general goals are reduced to private ones, ordered in the form of a tree of goals. Splitting is carried out to goals that can be quantitatively or qualitatively assessed. As a result, a system of particular evaluation criteria is formed. In turn, private criteria are folded into aggregates to obtain estimates of more general goals and are ordered in the form of a tree of indicators. As a result, the tree of verbally set goals is projected into some tree of evaluation indicators.

The construction of the goal tree goes "top down", from general goals to private ones, by disaggregating, decomposing and reducing them. Thus, the achievement of the main goal is ensured by the implementation of the goals of the first level.

In turn, each of these goals can be decomposed into goals of the next, lower level. The decomposition can be based on different bases, for example, by areas of activity, and within areas - by sub-areas, by elements of the organizational structure, by the regional structure of the system, etc.

One of the main principles of building a goal tree is the completeness of the reduction: each goal of a given level must be represented as subgoals of the next level in such a way that their totality completely defines the concept of the original goal. The exclusion of at least one subgoal deprives completeness or changes the very concept of the original goal.

The representation of the main goal in the form of a tree of goals may be incomplete, as its inherent properties may be lost. The problem of completeness in this case is solved due to the qualification of the expert who forms the Full description, and the use of more complex structures, for example, by turning the target tree into a more general graph.

The assessment of the importance of goals can be expressed in their ranking. In this case, each goal is assigned a serial number indicating its relative importance in achieving the corresponding higher-level goal. Another way is to normalize them by significance.

Many goals, by their nature, cannot be formalized and therefore cannot be accurately measured. Other goals are measurable, but their magnitudes are not comparable with each other. Therefore, in order to carry out an overall ranking of the entire goal tree, conditional indicators and estimates are used.

Ranking and rationing of goals is often carried out on the basis of expert assessments. At the same time, on the basis of individual ratings, a general average rating is derived.

Conclusion

Determining the goals of the organization is the first and perhaps the most essential stage of planning.

Goal setting means looking to the future, focusing and focusing energy and activity on what is to be achieved. Thus, the goal formulates the final result. It is an "instigator" of actions, a motive that determines activity. If a goal is set, then a state arises that acts as a driving force.

Bibliographic list

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7. Seven notes of management. - M., 1998

The mission sets the general guidelines for the direction of the functioning of the organization; the specific end states that the organization aspires to are fixed in the form of its goals. Therefore, it can be formulated that goals are a specific real state of the organization's characteristics, the achievement of which is mandatory for it and what its activities are aimed at; or so: "the goal is an ideal, mental anticipation of the result of the activity." As a direct motive, the goal directs and regulates human activity. One of the main commandments of the IBM company says "that the goal is the next height that the company needs to take with a fight.

Company-wide goals are formulated and set on the basis of the overall mission of the organization and certain values ​​that guide the company's management. To make a true contribution to the success of the organization, to correctly formulate the goals, it is necessary to highlight the key requirements, characteristics of the goals:

• - the complexity of the goal;
• - target specificity;
• - acceptability of the target;
• - commitment to the goal;
• - the specificity of the goal;
• - goal measurability;
• - orientation of goals in time;
• - achievability of goals;
• - flexibility of goals;
• - compatibility of goals;
• - mutually supportive goals.

These characteristics of the goal affect both the goal itself and the efforts that a person is willing to expend in order to achieve the goal set for him.

The complexity of the goal reflects the degree of professionalism and the level of performance required to achieve it. There is a direct relationship between the complexity of the goal and the performance of the work. The more complex goals a person sets for himself, the better results he achieves, as a rule. The exception is the case when unrealistically high goals are set, which, in principle, cannot be achieved.

The specificity of the goal reflects the quantitative clarity of the goal, its accuracy and certainty. Experimental studies have found that more specific and defined goals lead to best results, to better performance than goals that have a broad meaning with vaguely defined content and boundaries.

Goal acceptability reflects the degree to which a person perceives the goal as their own. The acceptability of the goal has a significant impact on how the complexity and specificity of the goal affects the performance of the work. If a person does not accept the goal, then both the complexity and the specificity of the goal will have very little effect on the performance of the work. The acceptability of a goal by a person directly depends on whether it is perceived by him as achievable, and on what benefits he can receive when achieving the goal. If the benefits are not clear, then the goal may not be accepted.

Goal commitment reflects the willingness to expend a certain level of effort to achieve a goal. This characteristic can play a decisive role at the stage of execution, if the reality, the difficulties of doing the work will differ significantly from what they seemed at the stage of setting the goal. Commitment to the goal may increase as the work is performed, or it may decrease. Therefore, management must constantly monitor the level of commitment to the goal on the part of employees and implement necessary measures to keep it up to par.

The specificity of the goal determines in which direction the functioning of the organization should be carried out. The goal should clearly fix what needs to be obtained as a result of the activity, in what time frame it should be achieved, and who is the performer. The more specific the goal, the easier it is to determine the strategy for achieving it. If the goal is formulated specifically, then this makes it possible for all or the vast majority of employees in the organization to easily understand it, and therefore know what awaits them.

Goal measurability means that goals must be formulated in such a way that they can be quantified, or in some other objective way to assess whether the goal has been achieved.

By expressing its goals in concrete, measurable terms, management creates a clear reference point for subsequent decisions and evaluation of progress. It will also be easier to determine how well the organization is working towards achieving its goals.

If the goals are immeasurable, then they give rise to disagreements, complicate the process of evaluating performance and cause conflicts.

Time orientation of goals means that not only what the organization wants to achieve, but also the time to achieve the result should be precisely defined.

Goals are usually set for long or short time periods. Long-term goals have a very broad time frame. The organization formulates them first. Short-term goals are then developed to ensure long-term goals.

The division into long-term and short-term goals is of fundamental importance, since these goals differ significantly in content. Short-term goals are characterized by much more than long-term ones, concretization and detailing in questions: who, what and when should be done. If the need arises, between long-term and short-term goals, intermediate goals are also set, which are called medium-term.

Long-term goals can be achieved in 3-5 years, short-term - within a year, medium-term - 2-3 years.

Achievability of goals should serve to increase the effectiveness of the organization. Setting a goal that exceeds the capacity of the organization, either due to insufficient resources or due to external factors, can lead to dire consequences. An unrealistic goal to achieve leads to demotivation of employees and their loss of direction, which negatively affects the activities of the organization.

The flexibility of goals means setting them in such a way that they leave the possibility of adjusting them in accordance with the changes that may occur. Managers must keep this in mind and be prepared to change the set goals to meet new demands placed on the organization by the environment, or new opportunities emerging from the organization.

Goal compatibility means that long-term goals are in line with the mission, and short-term goals are in line with the long-term ones. But temporal compatibility is not the only way to establish compatibility of goals. It is important that there are no conflicting goals related to profitability and establishing a competitive position, or the goal of strengthening a position in an existing market and the goal of penetrating new markets. It is also important to always remember that compatibility is required for the purpose of growth and the purpose of maintaining stability.

Mutually supporting goals determine the effectiveness of multiple goals. Actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals. The inability to make the goals mutually supportive leads to conflict between the organizational units that are responsible for achieving the established goals.

In any large organization that has several different structural units and several levels of management, a hierarchy of goals is formed, which is a decomposition of higher-level goals into lower-level goals. A feature of the hierarchical construction of goals in an organization is that, firstly, higher-level goals always have a more urgent time interval for achievement. Secondly, lower-level goals act as a kind of means to achieve a higher-level goal. The hierarchy of goals in the organization plays an important role, since it basically establishes the structure of the organization and ensures the orientation of the activities of all departments of the organization towards the achievement of top-level goals. If the hierarchy of goals is built correctly, then each unit, achieving its goals, makes the necessary contribution to the activities of the organization to achieve the goals of the organization as a whole.

One of the important goals for strategic management is the growth goals of the organization. These goals reflect the ratio of the rate of change in sales and profits of the organization, the rate of change in sales and profits for the industry as a whole. Depending on what this ratio is, the growth rate of the organization may be fast, stable, or there may be a decrease. According to these growth rates, rapid growth targets, stable growth targets, and contraction targets can be set.

The goal of rapid growth is attractive, but difficult to achieve. An organization, if it has all the necessary prerequisites to achieve this goal, should give preference to this growth goal. To cope with rapid growth, the leadership of the organization must have such qualities as a deep understanding of the market, the ability to choose the most appropriate part of the market and concentrate their efforts on this part of the market, the ability to make good use of the resources available to the organization, the ability to be sensitive to the passage of time and well control time processes in the organization. In the case of a rapid growth of the organization, it is necessary to have experienced managers who can take risks. The strategy of the organization must be formulated very clearly.

The goal of stable growth assumes that when it is achieved, the organization grows at about the same pace as the industry as a whole. This goal does not imply expansion of the organization, but means that the organization seeks to maintain its market share unchanged.

The goal of reduction is set by the organization when, for a variety of reasons, it is forced to develop at a slower pace, or even reduce its presence in the market. Setting such a goal does not mean that the organization is in crisis. For example, after a period of rapid growth, there may be a need for downsizing. Here one of the interesting features three given growth goals. Being completely different in their direction, they can calmly, consistently combine in time, replacing one another. At the same time, there is no mandatory order in following these goals one by one.

The most common areas for setting goals are:

Profitability reflected in indicators: profit margin, profitability, earnings per share, etc.; indicators of profitability can serve: the level of profit, the rate of return, the annual increase in profit.

Marketing - achievement of a certain level of sales in absolute terms or an established share of sales in one or more markets or their segments; product diversification and product distribution; introduction of new products; measures to improve the distribution and promotion system; expanding the volume of technical services and services for the sale of products.

Production - the establishment of normative indicators that ensure more efficient use of material and other resources; development of various programs: reduction of production costs and control over product quality, production of new and improvement of products, volume of products produced per unit of time, removal of products from a unit of production capacity, etc.

Financial resources, described by indicators characterizing the structure of capital, the movement of money in the organization, the value working capital, use of sources of financing, minimization of taxation.

Scientific research and development, described in terms of such indicators as the amount of costs for the implementation of projects in the field of R&D, the timing of the introduction of a new product and its quality; improvement of the technical level of production.

Changes in the organization and management, reflected in indicators that set targets for the timing of organizational changes.

Human resources, described using indicators that reflect staff turnover, employee development, staff structure, etc.

Providing assistance to society, described by indicators such as the amount of charity, the timing of charity events, etc.

The goals of branches and subsidiaries, usually formed by the parent company, are as follows: increase sales and growth rates of the company; increasing the company's market share; growth in the rate of profit; "accommodation" of the branch, subsidiary and contribution to the development of the economy of the host country (open sale of shares of the branch, export growth, growth of the local market share in the supply of the branch with raw materials and semi-finished products).

The process of goal setting varies from organization to organization. In some, goal setting is completely centralized, while in others there is complete decentralization. There are organizations in which the process of setting goals is intermediate, between complete centralization and complete decentralization, in nature. Each of these approaches has its own specifics, advantages and disadvantages. So, in the case of complete centralization in setting goals, all goals are determined by the highest level of management of the organization. With this approach, all goals are subject to a single orientation. And this is a definite advantage. At the same time, this approach has significant drawbacks, the essence of which is that at the lower levels of the organization there may be rejection of these goals and even resistance.

In the case of decentralization, in the process of setting goals, along with the upper level, lower levels of the organization also participate. There are two schemes for decentralized goal setting. With one - the process of setting goals goes from top to bottom. The decomposition of goals occurs as follows: each of the lower levels in the organization determines its goals, based on what goals were set for a higher level. The second scheme suggests that the goal-setting process proceeds from the bottom up. In this case, the lower links set goals for themselves, which serve as the basis for setting goals for a subsequent, higher level.

As can be seen, for different approaches to setting goals, there are significant differences. However, the general requirement for goal setting is that the decisive role in all cases should belong to top management.

The process of setting goals consists of three successive stages. At the first stage, the results of the analysis of the environment are comprehended, at the second - the development of the corresponding mission, and, finally, at the third stage, the goals of the organization are directly developed.

A well-organized process of developing goals involves the passage of four phases:

• - identification and analysis of those trends that are observed in the environment;
• - setting goals for the organization as a whole;
• - building a hierarchy of goals;
• - setting individual goals.

First phase. The influence of the environment affects not only the establishment of the mission. Goals are also highly dependent on the state of the environment. Earlier, when discussing the characteristics of goals, it was said that they should be flexible so that they can be changed in accordance with changes in the environment. However, one should not conclude from this that goals should be tied to the state of the environment only by constant adjustment and adaptation to those changes that occur from outside. With the right approach to setting goals, management must anticipate the state of the environment and set goals in accordance with this foresight. To do this, it is very important to identify trends characteristic of the development of the economy, social and political spheres, science and technology. But it is impossible to foresee everything correctly. Moreover, sometimes there may be changes in the environment that do not follow from the detected trends. Therefore, managers must be ready to respond to the unexpected challenge that the environment may throw at them. However, they must formulate goals so that the situational components are reflected in them.

Second phase. When setting goals for the organization as a whole, it is important to determine which of the wide range of possible characteristics of the organization's activities should be taken as a basis. Next, a certain toolkit for quantitatively calculating the value of goals is selected. Of particular importance is the system of criteria used in determining the goals of the organization. Usually these criteria are derived from the mission of the organization, as well as from the results of the analysis of the macro-environment, competitors and the position of the organization in the environment. When setting goals, it takes into account what goals were at the previous stage and how the achievement of these goals contributed to the fulfillment of the mission of the organization. Finally, the decision on goals always depends on the resources that the organization has.

Third phase. The establishment of a hierarchy of goals involves the definition of such goals for all levels of the organization, the achievement of which individual divisions will lead to the achievement of corporate goals. At the same time, the hierarchy should be built on both long-term and short-term goals.

Fourth phase. In order for the hierarchy of goals within the organization to acquire its logical completeness and become a real instrument for achieving the goals of the organization, it must be communicated to each individual employee. In this case, one of the most important conditions successful operation of the organization: each employee, as it were, turns on through his personal goals in the process of joint achievement of the ultimate goals of the organization. Employees in such a situation get an idea not only about what they have to achieve, but about how the results of their work will affect the final results of the organization's activities, how and to what extent their work will contribute to the achievement of the organization's goals.

The goals set must have the status of law for the organization, for all its divisions and for all members. However, their eternity and immutability does not follow from the requirement of obligatory goals. The organization should have a long-term goal orientation and regularly adjust the course taking into account emerging new circumstances and opportunities.

The mission of the company is the main overall goal of the company, which expresses the reason and meaning of its existence and purpose. The mission statement is usually quite general, but at the same time, it is special for each enterprise, clearly expressing an individual understanding of its future development.

The overall mission statement needs to be specified, i.e. set key development goals and objectives for different time intervals. At the same time, different goals and objectives should not contradict each other. They should be coordinated with each other, so that in the strategic plan they represent a single whole.

The importance of a formally expressed and effectively presented mission cannot be overstated. The goals developed on its basis serve as criteria for the entire subsequent process of making managerial decisions. If leaders do not know what the main purpose of their organization is, then they will not have a logical starting point for choosing the best alternative. Without defining the mission as a guideline, leaders would have only their individual values ​​as the basis for making decisions. The result would be a vast dispersion of efforts rather than single goals essential to the success of the organization.

The mission details the status of the enterprise and provides direction and benchmarks for setting goals and strategies for

various organizational levels. The mission statement includes three aspects. one.

Understanding what kind of business the company is currently engaged in. 2.

Deciding whether there is a need to change the strategic course. 3.

Communicating the mission in such a way that it becomes clear, can interest employees and create a positive reaction in them.

Also, the mission statement of the enterprise should contain a description of the task of the enterprise in terms of its main services or products, markets and technologies; the external environment in relation to the firm, which determines the working principles of the enterprise; culture of the organization indicating the type of working climate within the enterprise.

Some leaders do not care about the choice and formulation of the mission of their organization, it seems obvious to them. If you ask the typical small business owner what his mission is, the answer is likely to be: "Of course, to make a profit." But if we think carefully about this issue, then the inconsistency of choosing profit as a common mission becomes clear, although it is undoubtedly essential. Profit is a completely internal problem of the enterprise. Since an organization is an open system, it can only survive if it satisfies some need outside of itself. To earn the profits it needs to survive, a firm must pay attention to the environment in which it operates. Therefore, it is in the environment that management looks for the overall goal of the organization. To select an appropriate mission, management must answer two questions: "Who are our customers?" and “What needs of our customers can we meet?”. The client in this context will be anyone who uses the results of the organization's activities. The clients of a non-profit organization will be those who use its services and provide it with resources.

The need for mission choice was recognized by prominent leaders long before the development of systems theory. G. Ford, a leader who understands well the importance of profit, defined the mission as providing people with cheap transportation. The choice of such a narrow mission of the organization as profit limits the ability of management to explore acceptable alternatives when making a decision. As a result, key factors may not be considered and subsequent decisions will lead to a low level of organizational performance.

Many non-profit organizations have so many different "clients" that it's hard for them to come up with the right wording.

goals. Federal government agencies can provide good examples. The Department of Commerce is supposed to promote trade. But in addition to meeting the needs of entrepreneurship, it must also meet the needs of government and the public. Despite these difficulties, the non-profit organization must formulate a suitable "client"-oriented mission for itself.

Small organizations also need a mission statement. Without a doubt, the mission has helped firms such as Ford, McDonalds, and IBM to reach their current size. The danger for a small organization is to choose a mission that is too complex. While the giant IBM can and should define its mission as the satisfaction of information needs, a newcomer to the computer industry can limit its goal first to providing software or word processing equipment.

It is important that the firm defines the scope in which it is interested (its business). The definition of a business must answer three questions. one.

What needs are being met? 2.

Who or what groups are being catered for? 3.

How are these needs met?

The answers to these three questions are given in the Abel model, which looks like a three-dimensional space (Fig. 4.3).

While the mission is undoubtedly of paramount importance to an organization, the impact on the organization of the values ​​and goals of top management, which are manifested in the type of management, should not be underestimated.

Rice. 4.3. Abel model

Goals express specific individual directions in the activities of the company. Different goals and objectives should not contradict each other. They should be coordinated with each other, and in the strategic plan they should represent a single whole. General production goals are formulated and set on the basis of the overall mission of the enterprise and certain values ​​and goals that top management is guided by. Goals must have a number of characteristics. one.

Goals should be specific and measurable. For example, at Sun Banks, the primary goal is to satisfy the needs of its employees. For this guide: 1) raises wages employees by 10% per year; 2) increases promotion by 15%; 3) reduces employee turnover by 10% per year. By expressing its goals in concrete, measurable terms, management creates a clear basis for subsequent decision making and evaluation of progress. It will be easier for middle managers to decide whether to put more effort into employee training.

It will also be easier to determine how well the organization is performing to achieve its goals, which is important when performing control functions. 2.

Goals should be oriented in time, i.e. have a specific forecast horizon. Not only what the organization wants to accomplish, but also when the result is to be achieved, must be specified. Goals are usually set for long or short time periods. The long-term goal according to J. Steiner has a planning horizon of approximately five years, sometimes more for technologically advanced firms. A short-term goal in most cases is one of the plans of the organization, which should be completed within a year. The planning horizon for medium-term goals ranges from one to five years. Long-term goals usually have a very broad scope, their organization formulates in the first place. Then develop medium and short-term goals to ensure long-term goals. Usually, the closer the horizon of planning goals, the narrower its scope. For example, a long-term goal might be "to increase overall productivity by 25% in five years." Accordingly, management will set medium-term targets for productivity improvements of 10% over two years. It will also set short-term goals in specific areas such as inventory costs, staff development, plant upgrades, more efficient use of existing production capacity, improved management, and so on. 3.

Objectives must be achievable in order to serve to improve the effectiveness of the organization. Setting a goal that exceeds the capabilities of the organization due to insufficient resources or due to external factors can lead to disastrous consequences. According to J. Steiner and J. Miner, goals are important motives for the behavior of people in organizations, because usually people want to achieve the goals that are set for the organization. If the goals are unattainable, the desire of employees to succeed will be blocked and their motivation will weaken. Since it is common in everyday life to associate rewards and promotions with the achievement of goals, unattainable goals can make the means used in an organization to motivate employees less effective. To be effective, the multiple goals of an organization must be mutually supportive, i.e. actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals. If it is not possible to make the goals mutually supportive, this will lead to conflict between the organizational units that are responsible for achieving them. Objectives will only be a meaningful part of the strategic management process if top management articulates them correctly, then effectively tiers them, communicates them, and drives their implementation throughout the organization. The strategic management process will

Main goal Main Main goal goal V 1 Third level goal Third level goal і Г 1 f Fourth level goal Fourth level goal _ Г 1 f Fifth level goal 4.4. Company goals tree

successful to the extent that senior management is involved in setting goals and to what extent those goals reflect management's values ​​and the realities of the firm. Usually, the goals are divided into five levels and, for clarity, a tree of the company's goals is built.

When building a tree of goals (Fig. 4.4), three principles are guided.

Principle 1. Building on time intervals, when the main one is a global long-term goal that determines other long-term goals, and they in turn determine medium-term goals, which then determine short-term ones.

Principle 2. Construction on a functional basis. AT this case the main goal is the whole company, which determines the goals of individual departments.

Principle 3. Construction according to the functional-temporal principle, combining both of the above principles.

Define the mission and set specific goals, first of all, top managers of the enterprise, and only then planners. Ideally, within the framework of the strategic plan of the enterprise, specific long-term goals should be set for each division of the enterprise. If for some departments, based on the general mission of the enterprise, such goals cannot be developed, then it is necessary to improve it. organizational structure, which is shown in Fig. 4.5.

Rice. 4.5. Strategy Development Levels

The business strategy, or business strategy, is shaped by department heads and product managers. It determines how to create and strengthen the firm's long-term competitive position in the market. It is a set of rules for approaches and actions that can create competitive advantages and ensure high profitability.

A functional strategy is a set of actions and approaches that are typically shaped by employees in marketing, finance, manufacturing, logistics, organizational change, and environmental and social departments.

The strategy of an individual worker, or the strategy of the operational level, is expressed in specific programs and projects.

Both external and internal factors can determine the choice of enterprise strategy. External factors include: 1)

state of the economy (employment rate, economic growth, inflation, taxation, business activity level); 2)

social and political processes, government regulation, civil rights, natural environment, infrastructure (equal pay for equal work, public health interests, impact of company closure on the local community); 3)

attractiveness of the industry and competitive conditions (market growth, technological change, new products on the market, competitive forces, income economics, profit costs for the industry); four)

special opportunities and threats for the firm.

Internal factors include: 1)

strong and weak sides firms, its ability to compete (low cost); 2)

personal ambitions, business philosophy, ethical beliefs of managers; 3)

the influence of shared values ​​and culture of the company (traditions, ways of behavior, organizational culture of the company as a whole).

The entire set of guidelines for the activities of the company can be divided into three main types:

1. ideals - benchmarks that we do not expect to achieve in the foreseeable period, but we allow approaching them;

2. goals - the most general guidelines for the company's activities in the planning period, the achievement of which is expected in full or in its greater part;

3. tasks - specific, quantifiable benchmarks, descriptions of a series of work functions that determine the form and time of the task.

Developing a strategy involves defining ideals and goals. As part of operational planning, the company outlines specific tasks for each of the areas of work.

to ideals economic organization can be attributed to her vision.

The vision of the organization is a figurative representation of the meaning of the activity and the prospects (future) of the organization. It explains and demonstrates to all employees and the public:

What is an organization;

What should she become?

What is she striving for?

Shaping a vision is one of the tasks of top management. Vision horizon, i.e. the period of remoteness in time of the formed image of the enterprise can be different, from several months to several years. Vision of the future big company- this is an idea of ​​the political, economic, social situation in the country, in the industry, as well as the desired state of the enterprise in this situation.

The vision refers only to the future: it loses its "power" when the desired state of the enterprise is reached and must be formulated again.

The mission statement should be concise, dynamic, easy to understand (often a slogan) and meet the following requirements:

• inspire;
• be simple, like a memory or an image;
• be trustworthy;
• contain guidelines that can serve as a basis for developing a strategy.